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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
[HR601] 001. Introduction of Knowledge Management AriantoMuditomo
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Management of Organisational TransformationsIJARIIT
Transformation is a term related to re-engineering, redesigning and redefining business systems or any other domain.
Organization transformation can occur in response to or in anticipation of major changes in the organization’s environment
or technology. Some of the triggers might be organization’s culture, self-designing and organization learning, and knowledge.
Transformational changes are triggered by environmental and internal disruptions like industry discontinuities, product
lifecycle shifts and internal company dynamics. Change can be systematic and revolutionary reshaping the organization’s
culture and design element and altering the nature of the organization. Change demands a new organizing paradigm.
[HR601] 001. Introduction of Knowledge Management AriantoMuditomo
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Management of Organisational TransformationsIJARIIT
Transformation is a term related to re-engineering, redesigning and redefining business systems or any other domain.
Organization transformation can occur in response to or in anticipation of major changes in the organization’s environment
or technology. Some of the triggers might be organization’s culture, self-designing and organization learning, and knowledge.
Transformational changes are triggered by environmental and internal disruptions like industry discontinuities, product
lifecycle shifts and internal company dynamics. Change can be systematic and revolutionary reshaping the organization’s
culture and design element and altering the nature of the organization. Change demands a new organizing paradigm.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
This is a review and compilation of management concepts and ideas especially applicable to entrepreneurial ventures. www.profjorgeentrep-ateneo.blogspot.com
[HR601] 006. Introduction of Innovation & EntrepreneurshipAriantoMuditomo
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
[Whitepaper] Organizational Culture Re-defined: 5 Behaviors Critical to Creat...Flevy.com Best Practices
More information:https://flevy.com/browse/flevypro/innovation-culture-3674
Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
Senior executives often rely on the bigger perspective — concentrating entirely on how to set up an innovative Culture. In doing so, they overlook on paying attention to planning and executing initiatives required to develop an Innovation-focused Culture. Culture is the outcome of collective behaviors, which necessitates the employees to embrace innovative behaviors at the outset. The Culture automatically becomes Innovation-centric when people become more creative.
To instill a Culture of Innovation, organizations need to converge their emphasis on shifting key behaviors. This deck talks about the 5 critical behaviors that should be adopted by the entire organization to create an Innovation Culture:
1. Ecosystem-wide Collaboration
2. Support for Intrapreneurs
3. Speed and Agility
4. A Venture Capitalist Mindset
5. Operational Excellence (OpEx) Coupled with Innovation
The slide deck also includes some slide templates for you to use in your own business presentations.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
This is a review and compilation of management concepts and ideas especially applicable to entrepreneurial ventures. www.profjorgeentrep-ateneo.blogspot.com
[HR601] 006. Introduction of Innovation & EntrepreneurshipAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
[Whitepaper] Organizational Culture Re-defined: 5 Behaviors Critical to Creat...Flevy.com Best Practices
More information:https://flevy.com/browse/flevypro/innovation-culture-3674
Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
Senior executives often rely on the bigger perspective — concentrating entirely on how to set up an innovative Culture. In doing so, they overlook on paying attention to planning and executing initiatives required to develop an Innovation-focused Culture. Culture is the outcome of collective behaviors, which necessitates the employees to embrace innovative behaviors at the outset. The Culture automatically becomes Innovation-centric when people become more creative.
To instill a Culture of Innovation, organizations need to converge their emphasis on shifting key behaviors. This deck talks about the 5 critical behaviors that should be adopted by the entire organization to create an Innovation Culture:
1. Ecosystem-wide Collaboration
2. Support for Intrapreneurs
3. Speed and Agility
4. A Venture Capitalist Mindset
5. Operational Excellence (OpEx) Coupled with Innovation
The slide deck also includes some slide templates for you to use in your own business presentations.
Research Paper titled “Innovation through Intrapreneurship – A Management’s Perspective” on how manager's can foster an environment of innovation & spirit of startups in an Enterprise.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
[HR601] 004. Introduction to Change ManagementAriantoMuditomo
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
[MU630] 004. Business Intelligence & Decision SupportAriantoMuditomo
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
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Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
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This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the telegram contact of my personal pi merchant to trade with
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
1. Arianto Muditomo @2019
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-
commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from
Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent,
charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
3. arianto.muditomo@2019
§ Session #1: Introduction of Knowledge Management
§ Session #2: KM & Organizational Learning
§ Session #3: Knowledge Management Strategy & Implementation
§ Session #4: Introduction to Change Management
§ Session #5: Organizational Change Management & Cultural
Change Management
§ Session #6: Introduction of Innovation & Entrepreneurship
§ Session #7: Creativity & Innovation
§ Session #8: Entrepreneur & Innovation Leadership
2
References:
• Kimiz Dalkir, Knowledge Management In Theory and Practice 1st Edition, Butterworth-Heinemann; 1 edition (June 30,
2005), ISBN-10: 075067864X, ISBN-13: 978-0750678643
• John Bessant and Joe Tidd (2015). Innovation and Entrepreneurship 3rd Edition. John Wiley & Sons, Ltd., ISBN-13: 978-
1118993095; ISBN-10: 1118993098
• John P. Kotter, Leading Change, With a New Preface by the Author, Harvard Business Review Press; 1R edition (November
6, 2012), ISBN-10: 9781422186435, ISBN-13: 978-1422186435
• Frank Voehl, H. James Harrington, Change Management: Manage the Change or It Will Manage You, Productivity Press; 1
edition (November 13, 2017), ISBN-10: 1138463957, ISBN-13: 978-1138463950
• Tidd, Joseph, 1960– Managing innovation : integrating technological, market and organizational change / Joe Tidd, John
Bessant, Keith Pavitt.– 3rd ed.
• David Horth, Center for Creative Leadership and Dan Buchner, Continuum, Innovation Leadership: How to use
innovation to lead effectively, work collaboratively and drive results, www.ccl.org
4. arianto.muditomo@2019
3
Figure 1.1 The two modes of innovation
Source: Innovation leaders : how senior executives stimulate, steer, and sustain innovation/Jean-Philippe Deschamps.
There are two very different patterns of innovation generation and diffusion within
a company: ‘bottom up’ and ‘top down’
Leader’s Role
5. arianto.muditomo@2019
10 Sifat Kepemimpinan Inovatif yang Millennials Harus Tahu
By: dr. Gamal Albinsaid/On: March 12, 2018
§ Apa kepemimpinan yang inovatif itu?
Kepemimpinan yang inovatif adalah karakter kepemimpinan yang memungkinkan
inovasi lahir dan tumbuh subur di organisasi atau perusahaan yang ia pimpin.
§ Mengapa pemimpin yang inovatif itu menjadi sebuah keharusan?
Karena dalam membangun inovasi itu penuh dengan resiko kegagalan dan kerugian,
serta terdapat kompleksitas masalah yang butuh kesabaran dan keberanian dalam
mengambil keputusan.
4
1. strategic
vision
2. customer
oriented
3. mutual
trust
4. true 5. listen
6.
persuasive
7.
achievable
8. speed 9. open
10.
inspiring
Source: 10 Traits of Innovative Leaders oleh Jack Zenger dan Joseph Folkman
7. arianto.muditomo@2019
6
Innovation leadership? It is passion; it is learning; it is humility in front of mistakes
and errors – understanding that they are necessary elements to learn faster than the
others – and it is the target setting . . . yes, stretched targets!
Pekka Ala-Pietilä Former President of Nokia1
3M struggled to integrate the Six Sigma credo of its former CEO, James McNerney,
into its traditional innovation culture.
Apple experienced a performance roller-coaster before the return of Steve Jobs
as CEO.
Intel struggled to diversify its product line fast enough to face the growing
market of mobile devices.
Procter & Gamble had sluggish organic growth before the appointment of
A.G. Lafley as CEO.
Corning witnessed each of its blockbuster markets flounder and is constantly
trying to reinvent itself.
Dell had to kick-start its growth again after its highly praised direct business
model reached a plateau.
Others like Sony, Pfizer, Nokia and Airbus were put on a pedestal for their
innovativeness, and yet have gone through turbulent times in the past few years.
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The ‘Leadership for Innovation’ Conceptual Framework
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.
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TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP
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Bass and Avolio (1994)
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the Chartered
Management Institute, Chartered Management Institute, aim Research. March 2005.
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THE LEADER AS ORGANISATIONAL ARCHITECT
The Structuralist approach is focus on the manner in which leaders undertake key
administrative coordination tasks, such as organisation design, the integration of
disparate activities, and the marshalling of resources.
§ Peter Senge (1990; 1996) argues that the leader’s task is designing
the learning processes whereby people throughout the organisation can deal
productively with the critical issues they face, and develop their mastery in
the learning disciplines.
§ Ghoshal and Bartlett (1994) draw on case study data to discuss the
role of leaders in creating an organisational context that encourages
innovation through attributes such as stretch, flexibility, trust and discipline.
§ Gibson and Birkinshaw explicitly test for the link between these
organisational context attributes and innovation outcomes, and find strong
links (Birkinshaw and Gibson, 2004; Gibson and Birkinshaw, 2004).
§ Ghoshal and Gratton (2004) focus on the role of senior managers in
designing ‘signature processes’- key organisational integration mechanisms
that are deeply rooted in and consistent with the existing values of the firm.
§ Tushman and O’Reilly (1996) suggested that organisations can
simultaneously pursue efficiency and innovation (i.e. achieve
‘ambidexterity’) if these activities are structurally segregated from each
other, but integrated at the very top level of management.
§ Leaders enable ambidexterity through their choices of organisation designs,
and through their role as integrators of different business processes. Recent
empirical research by O’Reilly, Tushman and colleagues broadly confirms
these notions
(Tushman et al., 2004; O’Reilly and Tushman, 2004)
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ORGANIZATIONAL ANTECEDENTS OF INNOVATION
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A. Leadership Processes, Systems and Structures
B. Culture and Competencies à Having an effective human resource policy that supports
innovation is a key practice that firms need to employ to manage innovation.
C. Networks à Networks play a crucial role in promoting innovation within and across
firms and they also assist the diffusion of innovations across and within sectors
Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.
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Shared vision, leadership and the will to innovate
Appropriate structure
Key individuals
Effec9ve team working
Con9nuing and stretching individual development
Extensive communication
High involvement in innova9on
External focus à customer centric
Crea9ve climate
Learning organiza9on
Source: Tidd, Joseph, 1960– Managing innova;on : integra;ng technological, market
and organiza;onal change / Joe Tidd, John Bessant, Keith PaviE.– 3rd ed.
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CEOs and leaders throughout organizations know they need to change the way they work. As they
seek to drive results at a tactical level, leaders are looking for new rules of the road to give them a
competitive edge and fuel new industries, markets, products and services.
Underlying the pressure to adapt — as individuals and organizations — is the NEED TO INNOVATE.
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1 An innova(ve approach to
leadership. This means to bring new
thinking and different ac(ons to how you
lead, manage and go about your work.
How can you think differently about your
role and the challenges you and your
organiza(on face? What can you do to
break open entrenched, intractable
problems? How can you be agile and
quick in the absence of
informa(on or predictability?
2 Leadership for innova(on.
Leaders must learn how to create an
organiza(onal climate where others
apply innova(ve thinking to solve
problems and develop new products and
services. It is about growing a culture of
innova(on, not just hiring a few crea(ve
outliers. How can you help others to
think differently and work in new ways to
face challenges? What can be done to
innovate when all resources are stressed
and constrained? How can you stay alive
and stay ahead of the compe((on?
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Business thinking is based on deep research, formulas and logical facts. Deductive and
inductive reasoning are favoured tools, as we look for proof or precedent to inform decisions.
Business thinkers are often quick to make decisions, looking for the right answer among the
wrong answers. Business thinking is about removing ambiguity and driving results. Because
the organization, team or individual does not know how to act, there is a need to slow down,
reflect and approach the situation in an unconventional way — using innovative thinking.
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6
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1. Paying Attention
• The ability to notice what has gone unnoticed. It is about looking more deeply at a situation,
being a clear-eyed observer, perceiving details and seeing new patterns. Personalizing
2. Personalizing
• The ability to tap into (seemingly unrelated) personal experiences and passions introduces
fresh perspectives on challenges.
3. Imaging
• Imaging is a tool to help you process information. Using your imagination to answer the
question “what if ...” can lead to extraordinary images and possibilities.
4. Serious Play
• When you generate knowledge and insight through non-traditional ways — free
exploration, improvisation, experimentation, levity and rapid prototyping, limit-testing —
work feels like play but the results are serious business.
5. Collaborative Inquiry
• Innovations are rarely made by a “lone genius.” Insights come through thoughtful, non-
judgmental sharing of ideas. Collaborative inquiry is a process of sustained, effective
dialogue with those who have a stake in the situation.
6. Crafting
• Innovation requires us to shed either-or thinking and see the whole as inclusive of
opposition and open to a third (or fourth, or fifth) solution. The practice of crafting allows us
to live with and resolve paradox and contradiction.
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Reframe the challenge. Innovative thinking can be used to redefine, or
reframe, the problem. It is a process of re-examining the situation. Often the
problem we are focused on isn’t the important problem. Or, the challenge is
too big or too small. By looking at the problem in a different way, you gain
clarity and insight. By reframing problems, you uncover new places to innovate
or new angles to take.
Focus on the customer experience. For all the customer- focused efforts
in today’s organizations, very few start with a really deep, empathetic
understanding of the customer. Even the most sophisticated market research
operation does not replace first-hand understanding of what is going on in the
customer’s life and how it is affected by your product, process or service. Get
out and watch your customer work, live and play
Practice rapid prototyping. Finally, a hands-on, try-it-out approach is
invaluable to innovation. Rapid prototyping — building and testing
something new — jumps past information overload and endless analysis to
provide feedback and knowledge that in traditional business processes can
take months or years.
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Applying innovative thinking to your challenges as a leader is one step in creating an
innovative organizational response to change and challenge. But developing a culture of
innovation, where others throughout the organization apply innovative thinking to solve
problems and develop new products and services, requires additional work.
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Organizational
Encouragemen
t
Lack of
Organizational
Impediments
Leadership
Encouragemen
t
Sufficient
Resources
Realistic
Workload
Freedom
Challenging
Work
Teamwork &
Collaboration
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In sum we see two key leadership challenges for innovation
1) To recognise and develop appropriate leadership for the different
stages of the innovation process.
How leaders are selected, supported, evaluated, motivated and developed is likely to
differ depending upon which stage of the innovation process they are responsible for.
For instance
§ transformational leadership skills may be more useful in early-stage innovative
activity, such as R&D and product development.
§ transactional leadership skills are essential to the smooth functioning of
commercialisation.
§ In order to maintain separate organisational contexts with their own innovation
enablers for the different stages of the innovation process structuralist leadership is
required. Structuralist leadership is also essential for the key linking function
between these two sub-processes of innovation.
2) To create organisational contexts that support complete innovation
processes of different degrees of novelty.
At this level, the challenge to leaders is to understand various ambidextrous
organisational design options to enable coordination of activities across more and less
novel innovation processes. Becoming an ambidextrous organisation is itself a task for
transformational leadership.
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Source: Leadership for Innovation - Summary Report from an AIM Management Research Forum in cooperation with the
Chartered Management Institute, Chartered Management Institute, aim Research. March 2005.